Abraham Maslow proposed the Hierarchy of Needs theory, which suggests that individuals have a hierarchical set of needs, arranged in a pyramid-like structure. At the base of the pyramid are physiological needs (such as food, water, shelter) and safety needs (such as avoiding pain or harm). These needs are considered basic or animalistic needs, common to all living beings.
Self-managed or self-directed teams are groups of individuals within an organization who work together on a project, task, or set of tasks with little or no direct supervision from a traditional manager or supervisor.
Intrapersonal communication refers to the communication that occurs within an individual's own mind or self. It involves the process of analyzing and making sense of information, thoughts, feelings, and experiences internally. Intrapersonal communication plays a crucial role in how individuals understand themselves, interpret events, and make decisions.
The tendency to look to the team to define the reality of a situation, even if the team is being driven by a biased search for information, is known as "Groupthink."
The ability to convey messages effectively through body language, voice tone, inflection, and facial expressions, while also being a good listener, is a crucial aspect of interpersonal communication.
The real-time presentation with audiences across the country that uses audio and PowerPoint presentations, allowing the presenter to interact with the audience and answer their questions, is known as a "webinar."
The behavior you described, which involves being cooperative and a little bit forceful, and includes strategies like delaying, removing oneself from a situation discreetly, and leaving a dangerous one, corresponds to the "Avoiding" conflict resolution style in the Thomas-Kilmann Conflict Mode Instrument (TKI).
The stage of team development where team members get to know each other and decide what they need to do, while the leader ensures clarity about the team's goals, is called the "Forming" stage.
The description provided aligns with the Coaching style in the Hersey-Blanchard Situational Leadership Model.
A group of people from different areas of expertise or various departments coming together to work collaboratively and achieve a common goal is commonly known as a "Cross-Functional" or "Multifunctional" team.
Cross-functional teams are formed by bringing together individuals with diverse skills, knowledge, and perspectives to address complex problems or projects that require input from multiple areas within an organization. These teams often include representatives from different functional departments, such as marketing, finance, operations, human resources, and more.
The stage of team development in which members begin to learn how to collaborate, respect one another, and look to each other for advice is called "Norming."
Downward communications refer to the flow of information and messages from higher levels of the organizational hierarchy (such as managers and supervisors) to lower levels (such as employees or staff members). It is a top-down communication approach where management conveys directives, instructions, announcements, feedback, and other important information to their subordinates.
The stage of team development that occurs after a project is completed, where both failures and successes are examined and assessed, and team members might keep in touch, is known as "Adjourning."
The phenomenon described, where workers interpreted changes in lighting and the cleanliness of the facility as a sign that management cared, and the changes provided mental stimulation that was good for morale and productivity, is not related to the "Experimenter Effect."
The different ways in which a message is transmitted are referred to as "communication channels." Communication channels are the means through which information or messages are conveyed from one person or source to another.
The earliest style of leadership is often associated with the Trait Approach to Leadership. This approach suggests that leaders possess certain inherent traits or qualities that distinguish them from non-leaders. It focuses on identifying the specific personality traits, abilities, and characteristics that make individuals effective leaders.
